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To cope with the chaotic new business environment, organizations must find ways to manage the problems of change-but also the process of change itself. Yesterday's solutions are obsolete. Innovative solutions are rare, yet even the best require not only the efforts of individuals but other agents as well. Sims sees change agents throughout any organization and at all levels-line and staff people, human resource specialists, and those who have hitherto had little reason to tackle such tasks and have not been accountable for their outcomes. Unique models are presented for change interventions, along with techniques and tools that executives need to accomplish them. The result is a book that experienced executives will understand and utilize, but also one that will bring novices up to speed, providing new ways to use their own instincts and capabilities for innovation.
Sims and his contributors challenge the traditional prescription for creating change, providing a compelling critique of accepted approaches to change management, highlighting the strengths of these approaches and emphasizing what can be extracted to foster change. Each author provides insights into the competencies, skills, and values required for the rapid and successful creation of lasting change. In doing so, they also reemphasize that there is no universal approach to change management, and that the need for innovation, flexibility, and adaptability remains dominant.
Sommario
Preface
Introduction and Overview
The Process and People of ChangeUnleashing the Power of Self-Directed Learning by Richard E. Boyatzis
Employee Involvement Is Still the Key to Successfully Managing Change by Serbrenia J. Sims and Ronald R. Sims
A Holistic Model for Change Agent Excellence: Core Roles and Competencies for Successful Change Agency by Scott A. Quatro, Erik Hoekstra, and Jerry W. Gilley
The Changing Roles and Responsibilities of Change Agents by Ronald R. Sims
Global Views and Experiences of ChangeWhy the Bridge Hasn't Been Built and Other Profound Questions in Multicultural OD by Terry R. Armstrong
Reconciling the Dynamic of Symbols and Symptoms in Bringing about International Change by Edgar J. Ridley
Change CasesChange Management Methods in an Exciting New World of B2B by Ronald R. Sims and William J. Mea
Privatization of Public Utilities Drives Change in Consulting Firms by Kathi Metsayer
Data Processing to Knowledge Management: Are Information Technology Professionals Still Addressing the Same Change Management Issues? by Gigi G. Kelly
The Balanced Scorecard: New Strategy Applications in B2B Commerce by William J. Mea et al.
How to Lead to Future Change Knowledge and New Directions for Further Learning About ChangeChanging How Organizations Manage Change from the Inside Out by Andrea B. Bear and Kathleen A. Brehony
Change: Build It In, Just Like Quality! by William I. Sauser, Jr. and Lane D. Sauser
Creating a New Kind of Conversation: A Consultant's Role in Building Sustainable Change in the New Economy by Ann C. Baker
Restorying and Postmodern Organization Theater: Consultation to the Storytelling Organization by Grace Ann Rosile and David M. Boje
Info autore
RONALD R. SIMS is the Floyd Dewey Gottwald Senior Professor of Business Administration, College of William & Mary, where he teaches organizational behavior, human resource management, leadership, and management of change. Author of more than 70 articles in the journals of his field, his most recent Quorum books include: Human Resource Management and the Americans with Disabilities Act (with John G. Veres, III) (1995), Changes and Challenges for the Human Resource Professional (with Serbrenia J. Sims) (1994), and Ethics and Organizational Decision Making: A Call for Renewal (1994).
